Friday, 24 August 2012

Examination Paper: Marketing ManagementIIBM Institute of Business ManagementExamination Paper MM.100International Marketing ManagementSection A: Objective Type (30 marks)Part One:Multiple choices:1. International marketing includes activities that direct the flow of goods froma. One country to one countryb. One country to another countryc. One country to multiple countryd. All of the above2. ETC stands fora. Expert trading companiesb. Essential trading companiesc. Export trading companiesd. None of the above3. Till 1950-56 there was no clear exim policy and no _________ restrictions of any kinda. Importb. Exportc. Both a) & b)d. None of the above4. Tariffs have been one of the classical methods of regulating ________ tradea. Internationalb. Nationalc. Domesticd. None of the above5. The world trade organization (WTO) was established on 1st Januarya. 1996b. 1995c. 1997d. None of the above• This section consists of Multiple choice questions & Short Answer type questions.• Answer all the questions.• Part One questions carry 1 mark each & Part Two questions carry 5 marks each.Examination Paper: Marketing ManagementIIBM Institute of Business Management 26. Export documentation is a very important area in _______ managementa. Internationalb. Importc. Exportd. None of the above7. Methods of export pricing area. Cost plus pricingb. Competitive pricingc. Marginal pricingd. All of the above8. OCED has been a destination of a major portion of _______ exportsa. Japanb. USAc. Indiad. UK9. Psychographic segmentation involves grouping people in terms ofa. Attitudesb. Life stylesc. Valuesd. All of the above10. Foreign direct investment would be permitted up to ________ in the development of thezonesa. 100%b. 90%c. 38%d. 48%Part Two:1. Differentiate between domestic & international marketing.2. Write a short note on World trade organization (WTO).3. Briefly describe the exim policy of India (one part of India’s export import policy).4. Write a short note on tariff and non tariff barriers of international trade.END OF SECTION AExamination Paper: Marketing ManagementIIBM Institute of Business Management 3Section B: Case lets (40 marks)• This section consists of Case lets.• Answer all the questions.• Each case let carries 20 marks.• Detailed information should form the part of your answer (Word limit 150to 200).Case let 1Export Marketing:The trade in black pepper is unhappy that exports may not show a sign of revival in prices in theimmediate future. World prices have been showing a downward trend for eighteen months and thishas resulted in much lower earnings for exporters. The UK, West Germany and the Netherlands havecut their import requirement though the American demand has shown some growth. Brazil has beenresorting to aggressive selling at lower prices and the expectations are that its exports will reach anall-time peak of 32,000 tones in the 1981-82 season. The 1981-82 Indian season is only about sixweeks away. The Brazilian offensive has forced India to withdraw so to any from the US and WestEuropean markets and increase its reliance on communist buyers. As many as 1980-81.the SovietUnion alone accounting for 12,647 tones. But exporters are concerned at the diversion on such a scaleof this trade.Questions:1. Had you been the pepper exporter, what would be your short term and medium-term exportmarketing strategy in the above environment?2. Could you examine the weak points in this case study?Case let 2SMART KIDS – SELLING EDUCATIONAL GAMES ANDRESOURCES TO THE WORLDSmart Kids Ltd. An Auckland company that makes educational games and resources to read andunderstand math’s has won a Trade New Zealand Export Award for its success in internationalmarkets in 2003.Established eight years ago in the family home basement, Smart Kids is led byhusband and wife team, joint chief executives David and Sun Milne and their sons Duncan and Frase.She Milne, an ex-teacher, says from just 30 products when it started, the company produces morethan 200 produces catering for student’s activities, grammar concepts and numeracy. She says theinternational appeal of Smart Kids products was highlighted recently, when company’s SMARTPHONICS was listed amongst the top five products out of almost 100 in the education trade show inthe United Kingdom. The key requirement for every new Smart Kids products is that it stimulatesstudent’s minds in the classroom, teaches them a specific concept easily, enjoyably and permanentlyand enables problem solving. David Milne says Smart Kids started selling its educational games andExamination Paper: Marketing ManagementIIBM Institute of Business Management 4resources to New Zealand schools in 1995, drawings an immediate and strong response. It quicklybecame apartment that the New Zealand market was not large enough to sustain considerableinvestment in product development, and secondly, that their products have done so well that theydeserved wider exposure.”Our export research came down to two options. Find educationaldistributors in other countries or set-up our own operations. The first option was less risky and easy tomanage but it meant that Smart Kids products were lost in a wide range of materials. So we went forthe second option and over the next few years established offices in Australia, in UK and Canada”.This has successfully branded Smart Kids as a leading supplier of educational resources in thesecountries. Mr. Milne says the Smart Kids product catalogue is now sent regularly to teachers in morethan 50,000 schools across the UK, Ireland, Canada and Australia. “We also sell to schools in the US.In that market we elected to work through a distributor, we didn’t have the financial resources to setupan operation that could cover almost 70,000 schools and compete with every establishededucational publisher”. He says annual exports now exceed $2.2 million and account for more than90% of turnover. In order to grow the business, surplus profits are reinvested back into productdevelopment, infrastructure – the company recently moved its Auckland operation into new 20,000square feet premises in Ellerslie. Mr. Milne says the Smart Kids brand is now well establishedinternationally with the company enjoying many competitive advantages, including its New Zealandorigin. New Zealand education is highly regarded overseas and we find that international teachers toget hold of educational products made in this country.Questions:1. What are the major considerations for a firm in order to while deciding its markets entrystrategy?2. To what extent direct control and ownership are critical for Smart kids export distributionstrategy?END OF SECTION BSection C: Applied Theory (30 marks)• This section consists of Applied theory.• Answer all the questions.• Each question carries 15 marks.• Detailed information should form the part of your answer (Word limit 150 to 200 words).1. What do mean by International marketing? Discuss the scope of International marketing.2. Describe the export documentation framework in India in detail.END OF SECTION C---------------------------------------------------------- ***---------------------------------------------------------Examination Paper: Marketing ManagementIIBM Institute of Business Management 5IIBM Institute of Business ManagementExamination Paper MM.100Research MethodologySection A: Objective Type (30 marks)• This section consists of Multiple choice questions & Short Answer type questions.• Answer all the questions.• Part One questions carry 1 marks each & Part Two questions carry 5 marks each.Part One:Multiple Choices:1. Research is an art of _________ investigationa. Technologicalb. Scientificc. Politicald. None of the above2. Exploratory research is flexible and very ________ researcha. Variableb. Visualsc. Versatiled. None of the above3. Frame error, chance error and response error are collectively calleda. Total errorb. Non sampling errorc. Sampling errord. Universal error4. Hypothesis testing is sometimes called _________ analysisa. Exploratory datab. Confirmatory datac. Experimental datad. Both a) & b)5. Execution of the project is a very important step in the ________ processa. Questionsb. Identificationc. Researchd. None of the aboveExamination Paper: Marketing ManagementIIBM Institute of Business Management 66. Thurstone scale is also known as _________ scalea. Equal appearing intervalb. Equal alternatives intervalc. Equal alternatives itemd. None of the above7. A ratio in which the units of numerator & denominator are not the same is termed as aa. Classb. Ratec. Datad. None of the above8. ANOVA stands fora. Analysis of automobilesb. Analysis of variablec. Analysis of varianced. None of the above9. One tailed & two tailed test are the part of _________ testa. Nullb. Hypothesisc. Alternatived. None of the above10. Chi – square is an important ______ testa. Parametricb. Probabilityc. Non – parametricd. None the abovePart Two:1. What is ‘Sequential sampling’?2. Write a short note on ‘nominal scale’.3. Write a note on ‘Z – Test’. (One of the parametric test for hypothesis).4. What are the cautions to be taken on χ2 (chi square) test?END OF SECTION AExamination Paper: Marketing ManagementIIBM Institute of Business Management 7Section B: Case lets (40 marks)• This section consists of Case lets.• Answer all the questions.• Each case let carries 20 marks.• Detailed information should form the part of your answer (Word limit 150 to 200 words).Case let 1Swastika Computer System was established in 1981 at Delhi to provide computer training. In 1980scomputer education was relatively new in India. Personal computers 286 existed and MS DOS wasthe operating system. Languages like Basic, Pascal, COBOL, FORTRAN were used in programming.Swastika Computer Systems was established with their support departments namely computerassembly, faculty training and computer servicing department. In the first financial year, it recorded aturnover of Rs 11.5 lakhs. Within a few years of its existence, Swastik Computer System opened itsbranches in eight major cities of India and had a gross annual turnover of Rs 86 lakhs. Theorganization was highly centralized. The head office at Delhi handled all accounts, recruitment, andplacement of students and servicing of computers. The Bhopal branch of Swastik Computer Systemswas set up in May 1987. The branch was headed by a dynamic branch manager Hemant Gupta. Hewas a BSc in computers and had previously worked in the data processing department of amanufacturing concern. To establish the Bhopal branch, Hemant Gupta realized the need for makingSwastik Computer Systems, Bhopal known to the younger generation. With this in mind heintroduced some innovative promotional schemes like offering scholarships to students doing well inthe intelligence tests administered by the branch, giving personal computers to students to depositterm fees at their convenience. Hemant Gupta also ensured that teaching standards were high andcomputers at the branch were well maintained, so a student once enrolled felt that he had made theright decision by joining Swastik Computer Systems. He also made himself available from 8.00 am to7.00 p.m at the branch. Students were free to go to him with their problems, which he took pains tosolve. Soon Swastik Computer Systems was one of the leading computer training centres in Bhopal.As the Bhopal branch prospered, the head office at Delhi started taking an active interest in therunning of this branch. The Regional Manager who visited Bhopal once a month started makingfrequent visits. During one of his visits, his attention was drawn to rumors that branch funds werebeing misappropriated. When the Regional Manager informed the Delhi office about the rumor, ateam was sent to the Bhopal Branch to look into the matter. On investigation, the term was convincedthat the rumors had some truth in them. It was found that a larger number of students attended theclasses than were enrolled. It was felt that this fraud was not possible without the consent of HemantGupta, and without any further inquiry a decision was taken to remove him forthwith. Amit Vermawho was a senior faculty at Swastik Computer Systems, Delhi was asked to take over the Bhopalbranch as Manager. He was an MCA and had been associated with the organization since itsinception. Amit Verma’s appointment at Bhopal was welcomed at the Bhopal branch by both, staffand faculty as he had the reputation of being an easy going person. After he joined the Bhopal, it wasobserved that Amit Verma, although academically sound, was not an effective administrator. Hisapproach towards staff and faculty was lenient. He was not particular about punctuality and was notExamination Paper: Marketing ManagementIIBM Institute of Business Management 8available during office hours. This had an adverse effect on faculty in general and classes inparticular. Not only did classes suffer but even administrative work was affected. Monthly reports tothe head office were not sent on time, as a result requisitions for computer servicing, reading materialand funds were unduly delayed. Due to lack of maintenance, computer breakdowns became common,students did not receive their reading material on time and payment of building rent, and telephonebills etc were unnecessarily delayed. The symptoms of deterioration at the Bhopal branch wereobvious. The branch which had an annual turnover of Rs 30.7 lakhs fell to Rs. 4 lakhs. Asenrollments decreased the head office at Delhi started feeling the pinch. It started delaying transfer offunds to the Bhopal branch. As a result faculty salaries were unduly delayed. The faculty startedleaving for greener pastures.Worried by the number of faculty turnover, the head office started a practice of recruiting onlythose faculties willing to sign a bond of 3 years. The organization started a practice of taking a depositof Rupees 5000 from the joining faculty, which would be refunded after 3 years. In case the facultyleft before this duration, the deposit stood forfeited. This policy further reduced the quality of facultyjoining Swastik Computer Systems, Bhopal.Questions:1. What according to you went wrong at the Bhopal branch?2. What can be done to revive the Bhopal branch?Case let 2Mind tree which was founded in 1999 in India by a group of IT professionals who wanted to chart asomewhat distinctive path. Today, it has a top line of $269 million and is rated as one of the mostpromising mid-sized IT services companies. Creditable as that is, Mind Tree does not want to be justthat. There is an element of serendipity about what it has been doing over the last year. In 2008, itdesignated one of its founders Subroto Bagchi ‘Gardener’, a gimmicky signal, intended to declarethat he was moving out of the day-to-day running of the company to nurture talent which would runthe company in the future. He has now a report card ready on a year as gardener. During this oneyear, he has also spent around 45 days travelling round the world talking to clients and prospectiveones which has yield remarkable insights into what firms are doing in these traumatic times. Lastly,Mind Tree as a whole has spent the last year going through the exercise of redefining its missionstatement and vision for the next five years. Quite fortuitously these processes have come togetherwith a unifying thread, presenting a coherent big picture. Mind Tree wants to seed the future whilestill young, and executive chairman Ashok Soota has declared that by 2020, it will be led by a nonfounder.So a year ago the gardener Bagchi set out to “touch” 100 top people in the organization,with a goal of doing 50 in a year so as to eventually identify the top 20 by 2015. From among themwill emerge not just the leader but a team of ten who would eventually, as group heads, deliver $200million of turnover each. That will give a turnover of $2 billion. To put it in perspective, one oneVC-funded company, which has not closed or been bought over, has been able to get to $2 billionand that is Google. But to get there it has to periodically redefine its mission (why we exist) and itsvision – measurable goals for the next five years. Its redefined mission is built around “successfulExamination Paper: Marketing ManagementIIBM Institute of Business Management 9customers, happy people, and innovative solution”. Its new vision targets a turnover of $1 billion by2014. It wants to be among the globally 20 most profitable IT services companies and also amongthe 20 globally most admired ones. Admired in terms of customer satisfaction (pay for the course),people practices (creditable), knowledge management (exciting) and corporate governance (theEnron-Satyam effect). The really interesting bit about Mind Tree in the last one year is what Bagchihas been up to. He has been embedding himself in the 50 lives, working in a personal privatecontinuum, making it a rich learning process “which has helped connect so many dots.” Of thehundred who will be engaged, may be 50 will leave, of them 25 may better themselves onlymarginally, and from the remaining 25 ten will emerge who will carry the company forward.Questions:1. What do you analyse as the main reason behind the success of Mind tree?2. Do you think that redefining the mission statement shows the lacunae on the part of thefounder members of an organization? Why?END OF SECTION BSection C: Applied Theory (30 marks)• This section consists of Applied theory.• Answer all the questions.• Each question carries 15 marks.• Detailed information should form the part of your answer (Word limit 200 to 250 words).1. What are the various methods of collecting statistical data? Explain in brief their merits anddemerits.2. What do mean by Research design. What are basic types of research design?END OF SECTION C-----------------------------------------------------------***-------------------------------------------------------------M-29122011